ppt. of hr mgmt

8/7/2019 PPT. OF HR MGMT.

1/24

Pankaj sharma

Pg 051


2/24


3/24


4/24

We all know that HRM is concerned with the

"people" & keeping the fact in mind that HRM

helps in acquiring, developing, stimulating &

retaining the outstanding employees as it gives

both effectiveness & efficiency to the workingof the organization, it has been started being

used strategically & is now termed as Strategic

human resource management


5/24

The role of human resource management ischanging & is changing very fast, to helpcompanies achieve their goals. HRM has gonethrough many phases from hiring & firing to

relationship building, from there to legislation

role, & now its role is shifting from protector &screener to strategic partner & as a changeagent.


6/24

1. Organizational use of employees to gain or keep acompetitive advantage against competitors.

2. Involves aligning initiatives involving how people aremanaged with organizational mission and objectives.

3.In today's flattened, downsized & high-performingorganizations, highly trained & committed employees

are often the firm's competitive key.

4.Perhaps the most drastic change in HR's role today is itsgrowing involvement in developing & implementing thecompany's strategy.


7/24

8-

7

` Strategic Management

Is the process of ensuring

that an organization possessesand benefits from the use of an

appropriate organizational

strategy.


8/24

` Understand styles of leadership

` Display appropriate leadership

` Demonstrate leadership at all levels

of performance team, individual, unit

or organization


9/24

` Understand strategic business planning

` Apply a systematic HR planning process

` Integrate HR systems to build capabilityand competitive advantage for the firm

` Develop and integrate departmentstrategies within corporate framework


10/24


11/24

The cycle starts with laying down a

strategic plan, linking HR functions in it,and it provides the basis for Manpowerplanning and internal mobility. TheManpower planning will lead to the

function of acquiring right people for theright job and in accordance recruitmentas well as selection exercise will bedesigned and tools selected. For e.g. if a

automobile company decides to launch anew four-wheel model in the time tocome their focus will be on Research andDevelopment and then on Market Testingand last but foremost production andafter sales.


12/24

This new plan will act as the guideline for the company

and will help in determining how many people do we needand what qualifications they should posses and how manyof them can be kept on full-time rolls and as permanentemployees.

The next Stage is for sustaining and retaining those whoare hired and making sure that they work efficiently and

help the company move in the selected direction. Theyshould also facilitate the smooth movement of thecompany in the desired direction and should result inachievement of corporate goals and objectives effectivelyand efficiently. Employee's performance should be ratedand compared with the benchmarks, recorded deviationsare to be corrected, and precautionary measures for thefuture are implemented. In last stage the separation orfarewell to those who are non-performing or may be tothose who have completed their job or task i.e. projectteams, is bided.


13/24


14/24

Strategic Planning

Is long-range planning that focuses on the

organization as a whole. In doing strategic planning, managers consider the

organization as a total unit and ask themselves

what must be done in the long term to attain

organizational goals.x Long range is usually defined as a period of time

extending about three to five years in the future.

Strategy

A broad and general plan developed to reach long-termob ectives.


15/24

` Str teg For l tion Is the process of determining appropriate

courses of action for achieving

organizational objectives and therebyaccomplishing organizational purpose.

Strategy development tools include

critical question analysis, SWOT analysis,

business portfolio analysis, and PortersModel for Industry Analysis.


16/24

8-

1

6

PORTERS MODEL OF FACTORS

THAT DETERMINE COMPETITIVENESS

WITHIN AN INDUSTRY


17/24

` Effi i t r ti

` Expli it j s ripti s

` D t il w rk pl i

` Emphasis t hni al skills

` Emphasis n j -specific training

` Emphasis n j - asedpay

` Useperf rmanceappraisal


18/24

8-

1

8

STEPS OF THE STRATEGY

MANAGEMENT PROCESS


19/24

8-

1

9

Company Type of Business Sample Organizational Objectives Strategy to

Accomplish ObjectivesFord Motor Automobile 1. Regain market share recently 1. Resize and

downsize present models

Company manufacturing lost to General Motors 2. Continue to

produce subintermediate,

2. Regain quality reputation that standard, and

luxury cars

was damaged because of Pinto 3. Emphasize use ofprogrammed

gas tank explosions combustion

engines instead of diesel

engines

Burger Fast food 1. Increase productivity 1. Increase people

efficiencyKing 2. Increase machine

efficiency

CP Transportation 1. Continue company growth 1. Modernize

Railroad 2. Continue company profits 2. Develop valuable

real estate holdings

3. Complete anappropriate railroad merger


20/24

HR

Strategies

OrganizationalStrategies

Organizational

Characteristics

Organizational

Capabilities

Environments


21/24

Ideally HR & top management worktogether to formulate the company'soverall business strategy; that strategythen provides the framework within

which HR activities such as recruiting &appraising must be crafted. If it is donesuccessfully, it should result out in theemployee competencies & behavior that

in turn should help the businessimplement its strategies & realize itsgoals.


22/24

According to an expert "the human

resources management system must betailored to the demands of businessstrategy".In order to be successful the employees

should be developed in such a mannerthat they can be the competitiveadvantage, & for this the humanresource management must be an equal

partner in both the formulation & theimplementation of the corporate &competitive strategies.


23/24


24/24

ppt. of hr mgmt

Documents